Throughout 2021, Nintex CEO Eric Johnson released a series of thought leadership pieces that began as informative papers and later became a podcast series. The idea of Nintex Leadership Insights is to provide our community with valuable information about large-scale technology investments. The focus of Nintex Leadership Insights is primarily around process intelligence and automation, but much of the information can be applied to the greater technology industry and what should be considered when planning to invest in software.
In the more recent episodes of the Leadership Insights podcast we hear from a leading industry analyst firm, along with the Nintex Chief Customer Officer about a new maturity model.
Find more information and episodes highlights below.
Total automation’s limitless potential
Senior Analyst at 451 Research, Carl Lehmann joins Eric Johnson for the sixth episode of the Leadership Insights podcast. The two discuss Carl’s latest research about the four essential technologies that enterprises need to run a modern business and share insight into what will be the most automated processes of 2022.
Carl leads 451’s coverage of process automation and integration in hybrid IT, along with Cloud architectures, as well as how hybrid it affects business strategy and operations.
“So when I speak to enterprises and our clients, one of their priorities and how they pursuing digital transformation and their IT strategies going forward, I see them investing in a series of four essential technologies that they need to run their emerging and transformative digital businesses,” says Carl Lehmann.
Carl provides key essential technologies of a modern business: digital process automation (DPA), robotic process automation (RPA), process discovery, and enterprise integration technology. Some technology providers offer more than one of these essential technologies. For instance, Nintex offers DPA, RPA, and process discovery with the recent acquisition of Kryon. All technologies are trending towards low-code capabilities.
“So when you examine the evolution of the products in each of these categories, digital automation platforms, for example, they’ve evolved to include low-code no-code capabilities, as I mentioned, to make them more comprehensive or easy to use,” Carl continues.
Later in the episode, Carl and Eric talk about the idea of a Center of Excellence (CoE)—whether it’s an RPA CoE, Process CoE, Auomation CoE, the idea is relatively similar.
Carl says, “These RPA Center of Excellence are driving a great deal of interest in the workforce. And once a couple of workers benefit from the outcome developed by RPA, for example, word starts to spread in an enterprise. And others want to get involved because hey, I’ve got similar burdens. If I can create a bot to solve a couple of my problems, I want to do that. So, word starts to spread through the Center of Excellence into other lines of business.”
A Center of Excellence facilitates broad organization-wide adoption of a technology.
You can listen to the entire episode with Carl Lehmann and Eric Johnson here.
Outperform competitors with automation
In the seventh episode of the Nintex Leadership Insights podcast, we hear from Nintex Chief Customer Officer, Josh Waldo. Eric and Josh discuss the new Process Automation Maturity Model which is designed to help your organization answer key questions such as:
- How are leading companies driving more scalable process improvement to make a strategic impact on the organization?
- How can we enable our organization to perform better or faster than our competitors?
- How can I help my leadership understand the value of process discovery, improvement, and automation?
Josh starts the episode by discussing a customer success story with GM Financial. Echoing what Carl Lehmann mentions in episode six about CoEs, Josh states, “GM Financial has created a Center of Excellence, which focuses on enabling various roles around the company to self-empower against the various automation or process improvement opportunities. So, they provide the tools for automation and the training/enablement to make things happen. So that you can get an army of people all bought in and marching towards the same culture, which is a culture of process improvement.”
Then Josh describes the Nintex Process Automation Maturity Model. Essential, the model proposes a 4-step journey—initiate, ramp, accelerate, and scale—that companies can follow across multiple functions to put people at the center of new processes that are built for business success.
Using those four stages defined above, the maturity model measures an organization’s ability for continuous improvement through various characteristics or attributes. Each of the four stages provides a measuring scale to determine where you are in your process automation maturity.
The Nintex Process Automation Maturity Model evaluates and describes 14 unique attributes to identify an organization at a particular stage.
Then Eric asks Josh for an example of a few attributes.
Josh responds, “Sure thing. So, you know, there’s different types of attributes I mentioned there are 14. So for example, there’s very quantitative attributes like how many processes are currently automated in the organization? Or how many are visible and mapped? And then there’s more qualitative attributes like how connected are the company’s processes and how smoothly are they operating? Or does process automation technology even have strong executive sponsorship within an organization?”
Then Josh applies four stage grading methodology to an example attribute.
“Let’s break down the 14th attribute which is focused on process automation executive sponsorship specifically. So, stage one is the Initiate phase. At this point, there is essentially no executive sponsorship – there might not be a need for any executive sponsorship, when somebody is just deploying a set of point solutions. In the Ramp stage, executive sponsorship is typically aligned to the you know, the use of one leader in an organization. And we’ve seen that a lot in IT or in different operations functions within a department. Stage three, we call Accelerate. And this is when executive sponsorship gets bigger. And it’s typically aligned to a larger initiative that could span multiple divisions or departments. And then at stage four, which we consider the most mature level, that’s the Scale stage. That’s where we have basically collective buy-in across multiple senior leaders. And we have strong company or organization leadership at what we consider the senior leadership level,” Says Josh.
To find more information on this topic, Eric Johnson authored a Leadership Insights paper about the Process Automation Maturity Model, titled “Make the leap to people-centric operations”. Or listen to the full episode of the podcast here.
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Rob Koplowitz, VP and principal analyst at Forrester Research will be joining the next episode on March 22. To be the first to know when new Leadership Insights podcasts are available, we recommend subscribing on our podcast page. We will send you an email when the episode is ready for streaming.